Republic of the Philippines

TARLAC COLLEGE OF AGRICULTURE

INSTITUTE OF EDUCATION
GRADUATE STUDIES PROGRAM
Camiling, Tarlac

Name of Reporter: VERA AIZA L. DE VERA

Subject: EDM 211 (Theories of Organization)
Professor: DR. ARNOLD R. LORENZO
CHARISMATIC LEADERSHIP

Does not lead with authority or power, but rather charm and

personality.
Will talk to their followers as they are the most important person in the

world.
People are drawn to this leader.
-They are fascinated by them and will want to be just like them.
-If you join the group, you join the leader.
Storytelling, working the room, picking up on the mood, body
language.

What Are The Strengths of This Leadership Style?

Confidence in followers
Highly persuasive
Will sacrifice themselves for the greater good and what they believe in
Effective in conveying a strong image within the group
Boost creativity, motivation, production, and satisfaction

What Are The Problems With This Theory?

Critics claim that it is difficult, if not impossible, to develop charisma.

Ethics: Charisma could be used for as much bad as good.
A charismatic leads by treating subordinates as friends, and in doing

so, they may lose their authority

Strategic decisions should not rely on charm alone

SERVANT LEADERSHIP

The servant-leader is servant first.

It begins with the natural feeling that one want to serve.
The conscious choice brings one to aspire to lead.
The choice to serve is not an action in the normal sense.
Its not something you do, but an expression of your being.

10 CHARACTERISTIC OF SERVANT LEADERSHIP

1. LISTENING
Active as an act of will and commitment
In touch with ones own inner voice
Listen receptively to what is being said (and not said)
Listen intently to others
Seeking to understand what ones body, spirit, and mind are
communicating
2. EMPATHY
Identifies with the concerns of others so as to better understand

and lead
Assumes the good intentions of coworkers and does not reject
them as people, even while refusing to accept their behavior or

performance
People need to be accepted and recognized for their special
unique spirits

3. COMMITMENT TO GROWTH OF OTHERS

Believe that people have an intrinsic value beyond their tangible

contributions as workers
Recognize the tremendous responsibility to do everything within
his or her power to nurture the personal professional and
spiritual growth of employees

4. BUILDING COMMUNITY
Not by mass movements, but by each servant leader demonstrating
his own unlimited liability for a quite specific community-related group
5. PERSUASION
Seek to convince and not pull rank to g ahead and show the way
Convince other rather than coerce compliance
Persuasion rather than personal authority
6. FORESIGHT
It is hard to define but easy to identify
Understand the lessons from the past, the realities of the
present, and the likely consequence of a decision for the future

7. AWARENESS
Ability to see things as they really are..
Able leaders are usually sharply awake and reasonably disturbed.
They are not seekers after solice. They have their own serenity.
8. CONCEPTUALIZATION

Seek healthy balance between conceptual thinking and day to

day focused approach

Ability to look at a problem from a conceptualizing perspective
think beyond day to day realities

9. STEWARDSHIP
Commitment to serving the needs of others
Holding something in trust for another
Emphasize the use of openness and persuasion rather than
control
10.

HEALING
Many people have broken spirit and have suffered from a variety

of emotional hurts
Take opportunities to restore others to wholeness to show
caring

SHARED LEADERSHIP
What is Shared Leadership?

Shared leadership is a concept in which individuals are empowered by

letting them take leadership roles in their areas of expertise.

Ain todays, world, a project is usually too large for a single individual
to perform; sharing the work with others, therefore, is the best option.
If done properly, we can reach a successful goal.

Sharing leadership usually provides the best pathway to true

partnership.

Ways to Share Leadership and Maximize Talent

Delegate tasks to the most qualified individuals.

Define the limits of decision-making power.
Create an environment for people to take initiative on assignments.

Give qualified people discretion and autonomy over their tasks and

resources and encourage them to use these tools.

Dont call into question the decisions of those you have empowered to
do so.

What Shared Leadership Is Not?

Shared leadership does not abdicate the formal leaders accountability.

The leader and management do not forget about the team skills

needed to get the work done.

The leader does not get relieved of the shared reponsibility for problem

identification, solutions, and action taking.

Shared leadership does not avoid risks. The failure to take risks can
paralyze the individuals and the organizations ability to learn.